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HARVARD BUSINESS REVIEW ON LEADERSHIP Learning from Research
Leadership Course at PAF-KIET One of the project assigned to students of this course was to give an oral presentation on a research publication on leadership from HBR. This presentation includes some of these presentations. Good effort of students is appreciated.
CONTENTS ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Managers and Leaders  Are They Different? By: Abraham Zaleznik Presented by: Maria Safdar
Learning Objective   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Is The Ideal Way To Develop Leadership? ,[object Object],[object Object]
Power & Risk ,[object Object],[object Object],[object Object],[object Object],[object Object]
The debate continues! ,[object Object],[object Object],[object Object]
Managers Vs. Leaders Personality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managers Vs. Leaders Personality ,[object Object],[object Object],[object Object]
Three Questions? ,[object Object],[object Object],[object Object]
Attitude Towards Goals ,[object Object],[object Object]
Attitude Towards Goals ,[object Object],[object Object],[object Object],[object Object]
Conceptions of work ,[object Object],[object Object],[object Object]
Conceptions of work ,[object Object],[object Object],[object Object],[object Object],[object Object]
Conceptions of work ,[object Object],[object Object],[object Object]
Relations with Others ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Relations with Others ,[object Object],[object Object],[object Object]
Relations with Others ,[object Object],[object Object],[object Object]
Decision Of How To Allocate Capital Resources ,[object Object],[object Object],[object Object]
Relations with Others ,[object Object],[object Object],[object Object],[object Object]
Senses of Self ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Senses of Self ,[object Object],[object Object]
Senses of Self ,[object Object],[object Object],[object Object],[object Object]
Development Of Leadership ,[object Object],[object Object],[object Object],[object Object]
Development of Leadership ,[object Object],[object Object]
Development of Leadership ,[object Object],[object Object],[object Object],[object Object]
Development of Leadership ,[object Object],[object Object],[object Object],[object Object]
Can Organizations Develop Leaders? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusion! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Are leader portable  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BORIS GROYSBERG  Assistant Professor  of Business Administration Harvard business school   NITIN NOHRIA  is the Richard P. Chapman  Professor of Business Administration at  Harvard Business School. BIOGRAPHY OF ARTICLE AUTHORS
Learning Objective: ,[object Object]
What is management talent ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of human capitals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Are leader portable  ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Now what do you think  ? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Overview of the new CEO’S performance in a new org   HIRING COMPANY CEO’S NAME Return of company after hiring new CEO GE Own Company Jeffrey immelt $ 1.1billion profit 3M James Mcnerney $6.5 billion profit Home depot Robert Nardelli $ 10 billion profit PRIMEDIA Tom Rogers -30.2% Intuit  Steve Bennett 60.9% Stanley Works  John Trani -10%
Portability of human capital   NO SKILLS TYPE SKILLS PORTABILITY  1 General management human capital The skills to gather, cultivate, and deploy financial, technical, and human resources The most portable 2 Strategic human capital  Individuals’ expertise in cost cutting, growth, or cyclical markets; Highly Portable 3 Industry human capital Technical and regulatory knowledge unique to an industry Portable 4 Relationship human capital  The extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team Less Portable 5 Company specific human capital  The knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company Least Portable
Impact of fit  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
IMPACT OF JOB FIT  ,[object Object],[object Object]
Impact of job fit
Strategic Human Capital and its portability   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Impact of mismatch strategic skills  ,[object Object],[object Object]
Impact of mismatch strategic skills ,[object Object],[object Object]
Impact of match strategic skills ,[object Object],[object Object]
Relationship human capital ,[object Object],[object Object],[object Object],[object Object],[object Object]
Relationship human capital ,[object Object]
Relationship human capital ,[object Object],[object Object]
Industry human capital ,[object Object],[object Object]
Industry human capital ,[object Object],[object Object],[object Object]
Company specific human capital ,[object Object],[object Object]
Company specific human capital ,[object Object],[object Object]
When James McNerney left GE for 3M, he took advantage of a high cultural match between the two companies to institute certain GE practices that were new to 3M- including growth through acquisition, rigorous cost control, a leadership development institute, and a performance-based pay structure. A great degree of similarity exists between the systems and culture of the new executives former setting  and those of your company Company specific : knowledge of idiosyncratic processes and management systems Intuit’s Bennett brought several former GE colleagues to his new employer. If he had been unable to fill positions with highly capable people known to him, retirement of long time and stock-wealthy departing intuit employees could have proved operationally divesting You can bring one or more of the new executive’s former teammates on board as well Relationship:  Productivity deriving from participation in teams As vice president of IBM’s Microelectronics semiconductor Products ‘Christine kind established the division as a dominant manufacturer of applicatio0n specific integrated circuits. When  AMI semiconductor lured her away in 2001; the company specifically cited her outstanding relationship with customers as tremendous assets for AMIS. Your company need strategic relationships with other industry players or familiarity with industry customers Industry:  technical and regulatory knowledge unique to an industry Entrepreneurial, laid-back software maker intuit wanted to improve margins and top-line growth. It hired Steven Bennett, who had launched new business at GE Bennett refocused intuit on creating new products scoring double digit revenue growth in his first year. Your company’s strategic needs match the new executive’s skills Strategic:  expertise in cost cutting growth, or cyclical markets Example Transferable when Skill type
THE FIVE MESSAGES, LEADERS MUST MANAGE (By: John Hamm) Presented by: Burhan Minhaj Reg.No # 2042
[object Object],[object Object],[object Object],[object Object]
Introduction ,[object Object],[object Object],[object Object]
JOB OF LEADER ,[object Object],[object Object],[object Object],[object Object]
THE MESSAGE ,[object Object]
THE MESSAGE ,[object Object]
FIVE MESSAGES ,[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational structure and Hierarchy
STRUCTURE ,[object Object],[object Object],[object Object]
STRUCTURE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A VIEW POINT What Cary Florina Did? What Cary Florina should Do? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FINANCIAL RESULTS
FALLACY OF RESULTS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FALLACY OF RESULTS ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Leader’s Sense of His/her Job ,[object Object],[object Object],[object Object]
TIME Management
FALLACY OF TIME MANAGEMENT ,[object Object],[object Object],[object Object],[object Object]
COVEY’S MODEL
COVEY’S MODEL ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DELEGATE ,[object Object],[object Object],[object Object],[object Object],[object Object]
Corporate Culture ,[object Object],[object Object],[object Object]
MODEL- CULTURE
GOOD CULTURE ,[object Object],[object Object],[object Object],[object Object]
ROOM FOR COO? ,[object Object],[object Object]
FOOD FOR THOUGHT MESSAGE CONVENTIONAL MENTAL MODEL TRY THIS Organizational structure and hierarchy Make the org chart a proxy for politics Optimize human resources Financial results Penalize misses, Blame someone Perform a diagnostic to determine the root cause of any shortfalls The leader’s sense of his or her job The boss has answers Everyone has answers – ask questions. Time management Time is scarce so scramble against constraints Time is fixed, so choose wisely within constraints Corporate culture Hand the responsibility to HR Create an environment in which everyone can help the team win.
CONCLUSION ,[object Object]
Presented by: Sanam Hakim
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
[object Object]
LEVEL  5  LEADERSHIP   The Triumph Of Humility And Fierce Resolve by Jim Collins Presented by: Sadia Aslam Soomro Asha chandwani
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
"The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant."  - Max De Pree , "Leadership Is an Art"   ,[object Object]
ONE QUESTION,FIVE YEARS,ELEVEN COMPANIES ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object]
GOOD-TO-GREAT transformations don’t happen without level 5 leaders at the helm.   ,[object Object],[object Object],[object Object]
HUMILTIY + WILL= LEVEL  5 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
AN UNWAVERING RESOLVE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
NOT BY LEVEL 5 ALONE ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How its economics works What best ignites the passion of its people What a company can be best in world
A COMPELLING MODESTY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
THE WINDOW AND THE MIRROR ,[object Object],[object Object]
BORN OR BRED ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
THANK YOU!

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HBR- On Leadership 1

  • 1. HARVARD BUSINESS REVIEW ON LEADERSHIP Learning from Research
  • 2. Leadership Course at PAF-KIET One of the project assigned to students of this course was to give an oral presentation on a research publication on leadership from HBR. This presentation includes some of these presentations. Good effort of students is appreciated.
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  • 5. Managers and Leaders Are They Different? By: Abraham Zaleznik Presented by: Maria Safdar
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  • 33. BORIS GROYSBERG Assistant Professor of Business Administration Harvard business school NITIN NOHRIA is the Richard P. Chapman Professor of Business Administration at Harvard Business School. BIOGRAPHY OF ARTICLE AUTHORS
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  • 39. Overview of the new CEO’S performance in a new org HIRING COMPANY CEO’S NAME Return of company after hiring new CEO GE Own Company Jeffrey immelt $ 1.1billion profit 3M James Mcnerney $6.5 billion profit Home depot Robert Nardelli $ 10 billion profit PRIMEDIA Tom Rogers -30.2% Intuit Steve Bennett 60.9% Stanley Works John Trani -10%
  • 40. Portability of human capital NO SKILLS TYPE SKILLS PORTABILITY 1 General management human capital The skills to gather, cultivate, and deploy financial, technical, and human resources The most portable 2 Strategic human capital Individuals’ expertise in cost cutting, growth, or cyclical markets; Highly Portable 3 Industry human capital Technical and regulatory knowledge unique to an industry Portable 4 Relationship human capital The extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team Less Portable 5 Company specific human capital The knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company Least Portable
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  • 55. When James McNerney left GE for 3M, he took advantage of a high cultural match between the two companies to institute certain GE practices that were new to 3M- including growth through acquisition, rigorous cost control, a leadership development institute, and a performance-based pay structure. A great degree of similarity exists between the systems and culture of the new executives former setting and those of your company Company specific : knowledge of idiosyncratic processes and management systems Intuit’s Bennett brought several former GE colleagues to his new employer. If he had been unable to fill positions with highly capable people known to him, retirement of long time and stock-wealthy departing intuit employees could have proved operationally divesting You can bring one or more of the new executive’s former teammates on board as well Relationship: Productivity deriving from participation in teams As vice president of IBM’s Microelectronics semiconductor Products ‘Christine kind established the division as a dominant manufacturer of applicatio0n specific integrated circuits. When AMI semiconductor lured her away in 2001; the company specifically cited her outstanding relationship with customers as tremendous assets for AMIS. Your company need strategic relationships with other industry players or familiarity with industry customers Industry: technical and regulatory knowledge unique to an industry Entrepreneurial, laid-back software maker intuit wanted to improve margins and top-line growth. It hired Steven Bennett, who had launched new business at GE Bennett refocused intuit on creating new products scoring double digit revenue growth in his first year. Your company’s strategic needs match the new executive’s skills Strategic: expertise in cost cutting growth, or cyclical markets Example Transferable when Skill type
  • 56. THE FIVE MESSAGES, LEADERS MUST MANAGE (By: John Hamm) Presented by: Burhan Minhaj Reg.No # 2042
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  • 80. FOOD FOR THOUGHT MESSAGE CONVENTIONAL MENTAL MODEL TRY THIS Organizational structure and hierarchy Make the org chart a proxy for politics Optimize human resources Financial results Penalize misses, Blame someone Perform a diagnostic to determine the root cause of any shortfalls The leader’s sense of his or her job The boss has answers Everyone has answers – ask questions. Time management Time is scarce so scramble against constraints Time is fixed, so choose wisely within constraints Corporate culture Hand the responsibility to HR Create an environment in which everyone can help the team win.
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  • 97. LEVEL 5 LEADERSHIP The Triumph Of Humility And Fierce Resolve by Jim Collins Presented by: Sadia Aslam Soomro Asha chandwani
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